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4.4
Leave Liability
In 2010 Berry Street identified some key concerns with our leave liabilities. All
Directors were required to develop plans for staff with more than 6 weeks leave
and most of these have been implemented. We will maintain a strong focus on this
in 2011.
4.5
Industrial Relations
4.5.1 Portable Long Service Leave
In 2010 we were heavily involved in lobbying the then Labor State
Government to ensure that the proposed system to provide portability of
Long Service Leave to staff within thte sector was cost effective and
workable. Legislation to bring the scheme into effect went through a second
reading in Parliament, but then required some changes to federal
legislation. In the mean time there was a change of government. Berry
Street continues to work with VCOSS and the Centre to ensure we will have
a seat at the table in any future review.
4.5.2 Pay Equity
In 2010, the Pay Equity case has continued at a slower than expected pace.
The original timeframe to have the case heard and decided by the end of
2010 has now seriously slipped as a result of additional time being granted
to take submissions. The ASU is now hoping that the decision will come
down before the end of July when the new classifications for the Modern
Award begin.
At present, both the State and Federal Governments have agreed to fund
the increases. Berry Street has been asked to join the DHS Working group to
determine the true costs associated with the proposed increases.
4.6
Quality Improvement and Accreditation
While 2009 was largely characterised as preparing for external audits, we were
able to look more strategically at quality improvement through key projects in
2010. The establishment of the internal Quality Risk Working Group and three
quality workshops enabled the quality team, relevant Directors and Director of
Services to explore ideas of quality, risk and evaluation and undertake the
development of an excellence framework for the organization.
A draft Quality Framework was developed into a high level document ‘Excellence
Framework’, describing our approach to our core services, support services and
how results and evaluation ultimately contribute to improving our service to
clients.
A ‘quality team’ of four staff was established in earnest during 2010, with the
appointment of a 0.8 EFT Senior Consultant - Corporate Quality & Risk, and a fulltime Internal Consultant – Practice Quality Improvement. This move was significant
in resourcing us to move beyond compliance.
We consolidated recommendations and learnings from 2009 audits into an
organisational Quality Action Plan and continued to work towards specific
recommendations in program areas to support Community Service Organisation
Registration, Australian Council on Healthcare Standards and HASS programs.